A study of knowledge culture in the consulting industry

Abstract

Purpose -The purpose of this paper is to identify the values that make up a knowledge-friendly culture in the consulting industry, in which the implementation of in-house knowledge management (KM) projects has positive performance outcomes. Design/methodology/approach -An exploratory analysis and a structural equation model were used on a sample of 100 knowledge workers (managers and internal KM project managers) in the consulting sector. Findings -The results of this study indicate that the values identified (trust, transparency, flexibility, collaboration, commitment, honesty and professionalism) bear a close positive relation to the success of the KM project implementation (innovation, employee satisfaction, capabilities, quality and productivity). These values are divided into three groups.Research limitations/implications -This research focuses on the consulting industry in Catalonia, Spain; further research will be required in order to apply the findings to other countries in the world. Practical implications -The study provides a better understanding of the cultural success factor in knowledge management initiatives. It offers a significant and practical advance in terms of systematizing KM in organizations. Originality/value -Knowledge management plays a crucial role in consulting companies, so it is necessary to determine the factors that contribute to its success, and particularly the factor of knowledge culture. However, few empirical studies have analyzed these values. The paper's main contribution is therefore identification of the core values of a knowledge-friendly culture and their impact on performance.

Untitled

“…If the managers encourage the development of the mission, the employees will participate more and better. These results are consistent with the assertion that leadership is a critical success factor in other fields such as Balanced Scorecard (Heras-Saizarbitoria, Marimon, & Casadesús, 2012;Kaplan & Norton, 1992) or Knowledge Management (Hung, Huang, Lin, & Tsai, 2005;Jennex, Smolnik, & Croasdell, 2007;Machuca & Costa, 2012).…”

Impact of Business Intelligence Competencies on the Organizational Capabilities in Jordanian Banks

“…Sangari and Razmi (2015) defined it as the organization's ability to develop a culture of information gathering in an effective and efficient way. Machuca and Costa (2012) defines it as the organization's ability to develop a strong and powerful business intelligence culture in internal and external processes and to disseminate the culture of using business intelligence tools for greater benefit. Al-ma'aitah (2013) emphasized the importance of shared understanding and belief in the importance of business intelligence tools and the added value that can be gained from applying these tools in work and the importance of considering it as a strategic asset of the organization.…”

Bi̇lgi̇ Kültürü, Bi̇lgi̇ Paylaşimi Ve Örgütsel Yeni̇li̇kçi̇li̇k Etki̇leşi̇mi̇

“…Birinci boyut olan "güven" farklı çalışmalarda (Yeh et al, 2006;Gold et al, 2001;Collins and Smith, 2006;Chen and Huang, 2007;Al-Alawi et al, 2007;Brachos et al, 2007;Lo´pez et al, 2004;Park et al, 2004;Nayır-Zamantılı ve Uzunçarşılı, 2008;Machuca and Costa, 2012;Stankevičiūtė, 2002;Oliver ve Kandadi 2006;Davenport ve Prusak, 2001;Gruber, 2000;Lam, 2005;Park, 2005;Girdauskienė and Savanevičienė, 2007) en çok değinilen boyuttur. Çalışanların gerektiğinde birbirlerinin yardımına koşmaları, çıkarlarına karşı duyarlı olmaları ve birbirlerine karşı dürüst olmaları şeklinde tanımlanabilir.…”

“…Bu aynı zamanda bilgi paylaşımının da anahtar faktörlerinden biridir (Abfalter vd., 2012: 10). Takım odaklı çalışmayı bilgi kültürünün bir parçası olarak inceleyen çalışmalar (Yeh et al, 2006;Travica, 2013;Park et al, 2004;Machuca and Costa, 2012;Al-Alawi et al, 2007;Gurteen, 1999;Lin, 2007;Lam, 2005;Mueller, 2014;Zakaria et al, 2004;Alavi et al, 1999) bilgi paylaşımının özendirilmesi için gerekli iklimin oluşturulması gerektiğini savunmaktadırlar (Hoegl et al, 2003:746). İletişim (Janz and Prasarnphanich, 2003;Connelly and Kelloway, 2003;Collins and Smith, 2006;Bock et al, 2005;Al-Alawi, 2007;Stankevičiūtė, 2002;Gruber, 2000;Zakaria et al, 2004;Brachos et al, 2007;Gold et al, 2001); yönetim ve işlerin yürütülmesi için olmazsa olmaz bir faktör olduğu gibi (Hodgetts, 2003: 259-262), bilgi paylaşımı ve bilgi yönetiminde de çok önemli bir yere sahiptir (Davenport ve Prusak, 2001: 134-144).…”